Dauruen Tulebayev on how the Kazdream holding developed in 2022 and when to expect a capitalization of $1 billion

Dauren Tulebayev, 37 years old, city — Astana, CEO of IT holding Kazdream, @kazdream.kz

How it all began

I became interested in the IT field while working in the civil service, where everything was paper-based and automation was absent. At one point, I got tired of it. I started looking for solutions and realized that digitalization handles such problems perfectly.

By 2014, I had successfully implemented one IT project. While working on it, I read many books on the subject, wrote technical specifications independently, and designed databases. It was a great experience, which resulted in my understanding that I could manage IT projects.

In that same year, I quit my job and started working with two student programmers. At that time, we didn't even think about opening a company. We studied the market, took on website development projects, and engaged in internet marketing. Then we were told that we needed to sign a contract. At that moment, we realized that we needed to create a sole proprietorship, pay taxes, and for that, we needed an accountant. Thus, eight years ago, the first company was born — Kazdream Technologies.

About the project

Today, Kazdream is a holding that unites 15 companies in 17 directions. Each has its own unique name, trademark, and brand. We have B2B services, an information security direction, programs, and services. We work closely with various government agencies.

450 employees work in the holding. 90% of them are engaged in production. The remaining 10% are sales and other departments. We have the entire technology stack available in Kazakhstan: starting from 1C, ending with Golang. There is even a Cockroach database, about which few people have heard.

Our holding has 74 products. 40 of them are profitable and generate revenue. The rest we subsidize. But I am confident that many of them will become profitable next year.

Over the year, we paid 3 billion tenge in taxes. This gives an idea of the company's turnover.

Initially, the mission of Kazdream was to create a safe and comfortable future. With the appearance of new products, it expanded. Now we are shaping it as follows: "We, according to the butterfly effect, create solutions that change the world for the better." Each company has its own mission, but they are all subordinate to the central one.

We call the system of values and principles the "Ideological Circuit." Everything is built on these pillars: business processes, opening new companies, hiring employees, and working with the market.

Caring for employees. Our recipe: Best working conditions = Happy and engaged employees = Cool products and services.

Bravery. We are not afraid to take on complex projects or work with toxic clients. We know that the solutions we come up with will make the world better.

Ambition. Conquering the international market is a matter of time. The first contracts will be next year.

Equality. All rules and opportunities are the same for everyone, including me. There are no privileged or disadvantaged employees.

Openness. All managers are open to dialogue. Criticism for us is a gift that means there is room to grow and change.

Honesty. We never compromise our conscience, engage in corruption, or dirty competition. Honor and dignity are important to us.

Healthy lifestyle. I actively engage in sports. Together with the team, we run marathons. We conduct many events: swims, bike rides. There is even our own Supboard club.

Love for the Motherland. We are proud that we are Kazakhstani. We believe that we can glorify the country abroad and make Kazakhstan associated with cool talents in IT.

Continuous testing of hypotheses with minimal costs is of great importance. This is the main principle that allowed us to grow from two employees in a basement to the largest holding in the country.

Results of 2022

This year, we participated in three international exhibitions: in Dubai, Prague, and Singapore, where we created presentation cases in comic format.

Also, during conversations with potential clients, we took their contacts and entered them into the CRM system. At this time, the manager who was in Kazakhstan was already sending greeting messages. Our speed surprised everyone.

As soon as we received leads, we flew to these countries. Thus, I made 25 business trips in a year.

Another result of the year is the decision to go into export, joining forces with other mature IT companies. If a client does not buy my product, I will offer them, for example, "Sergek" or Documentolog. And vice versa. This is how companies work in many foreign countries.

We have had a charitable foundation for two years that finances children's treatment. In 2022, we launched the "+1 Elon Musk" project. It is aimed at providing computer equipment to low-income rural children.

This year, our startup Beyne.ai — a facial recognition solution — became the best in the country within the framework of a competition conducted by the State Technical Service. By most parameters, we outperformed foreign solutions.

Plans for 2023

I want to create a management mechanism to double the number: to 30 companies and 150-200 products.

My task, as a founder, is to mentor and coach the CEOs who make most of the decisions.

Standardize business processes. For example, we are creating a digital knowledge base for recruiters. New employees will be able to read it and immediately start working. This is also needed so that people know their rights and obligations. Understand how to achieve results, grow in their careers, and acquire competencies.

We will also bring business processes, corporate culture, and compensation to the international level. Build internal company communication in English. Work with clients not directly, but through partners. There are ambitions for capitalization: to grow to 1 billion dollars. All this is plans for the next five years.

Next year, we will continue to create new businesses.

Advice for 2023

It is better to cooperate than to compete. This is wisdom from eight years of experience. Collaboration is always better than competition — there are many downsides to competition.

When creating something, think productively. Even if you are developing on order, imagine: how can you repack the project and sell it?

Expand the scale of thinking. Kazakhstan is a small market. It is better to start here, in greenhouse conditions. But definitely move abroad.

Achievements of the year

1. Going into export.

2. Formation of the holding.

3. Reconsideration of values, principles, and mission.

Fails of the year

1. Transferring my superpower — creating new companies — to another person. As a result, for almost four months, we stood still. But I understood that you are born with this.

2. For more than three years, we were refining a product based on client promises. We spent a lot of money and effort. And in the end, they didn't buy it from us.

Product of the year

The product of the year is Zakupki.kz. The guys upgraded well, released a new version that is completely different from the old one. They were able to effectively build internet marketing and sales. In the first year, they reached self-sufficiency.

The CEO of the company is 23 years old. This once again shows that if you have your own superpower and you develop it, you can handle everything.